Untapped workforce

When we think about hiring people with disabilities, the images that often come to mind are limited and old-fashioned. Some people still assume disability means only certain basic roles or supports.

That narrow view misses a more important truth: people with disabilities and neurodivergent professionals bring distinct strengths and capabilities that can enrich workplaces and contribute to innovation, performance and long-term success.

People with disabilities remain significantly underrepresented in the workforce.

According to Statistics Canada, the employment rate for Canadians with a disability was about 46 per cent in 2024, compared with 66 per cent for those without a disability — a gap that has stubbornly persisted over time. That means a large share of Canadians who could work do not have paid employment opportunities at the same rate as others.

The gap is seen across provinces and demographic groups and reflects barriers in recruitment, hiring practices and workplace culture.

At the same time, national surveys show that millions of Canadians live with one or more disabilities.

In the 2022 Canadian Survey on Disability, about 27 per cent of people aged 15 and older reported a disability that limits daily activities — roughly eight million individuals. Of those, only about 62 per cent of working-age adults (25 to 64) were employed, compared with 78 per cent of those without a disability.

This gap has implications not only for individuals’ livelihoods, but for the broader economy. StatCan estimates hundreds of thousands of working-age Canadians with disabilities could be working in a more inclusive labour market, but are not currently employed.

For many, additional barriers such as limited workplace accommodations, inaccessible interview processes and stereotypes compound the challenge of finding and keeping work. Surveys of Canadians with disabilities show many feel underemployed or experience discrimination and ableism in hiring and on the job, and accessible workplace practices are often insufficient.

These systemic gaps are mirrored in how even qualified neurodivergent professionals, including people on the autism spectrum or with attention-related conditions, encounter reduced opportunities for meaningful employment.

Despite these challenges, there are compelling stories that illustrate how shifting perspectives on disability hiring can produce real value for organizations.

One of the most widely referenced examples comes via the Neurodiversity Hiring Program at Microsoft Corp., which was established more than a decade ago on the belief diverse ways of thinking contribute to stronger teams.

Rather than relying solely on traditional interviews, Microsoft’s program offers alternative recruitment pathways and support structures that help neurodivergent candidates demonstrate skills and potential. Over time, it has expanded from technical engineering roles into a broader set of functions and has influenced a global conversation about inclusive hiring and workplace practices.

Closer to home, Canadian companies are also stepping forward with inclusive approaches.

EY Canada, for example, has intentionally built a neuro-inclusion program that has brought neurodivergent talent into professional roles across its offices. The organization has emphasized creating a culture where diverse thinkers feel welcome and supported, and that has helped its teams broaden their perspectives and problem-solving capacities.

Similarly, TD Bank Group in Canada has partnered with non-profit Specialisterne Canada to hire neurodivergent colleagues into technology, finance and risk roles using assessment methods tailored to individual strengths. The bank reports many of those hired through the program have stayed in their positions long-term, reflecting how inclusive recruitment that matches candidates to roles can enhance retention.

Other examples come from organizations that focus on matching talent to opportunity in disability-inclusive ways, such as Ready, Willing and Able (a national initiative that supports Canadian employers to expand inclusive hiring) and social enterprise IT consultancies like Auticon, which employ autistic professionals as consultants and leverage their analytical and technical strengths.

These stories highlight how employers can benefit from practices that move beyond stereotypes and instead concentrate on abilities and contributions.

One of the most consistent outcomes reported by employers who hire inclusively is employee loyalty and retention. Studies and employment programs indicate workers with disabilities often stay in roles longer when they are matched to work that aligns with their skills and when they receive the supports they need. Employers also report inclusive teams contribute to a positive workplace environment, improving morale, creativity and engagement among all staff.

That stability and the deep institutional knowledge long-standing employees develop are valuable at a time when many industries face tight labour markets and turnover pressures.

Beyond individual organizations, inclusive hiring practices align closely with environmental, social and governance (ESG) outcomes. Investors, clients and stakeholders increasingly expect firms to demonstrate commitment to equity and representation across all dimensions of diversity. Disability inclusion contributes to social outcomes that go beyond a balance sheet, showing a company’s engagement with broad societal participation and economic access for groups historically left behind.

The business case for inclusion is grounded in both talent strategy and social impact.

Canada’s Employment Strategy for Persons with Disabilities reflects this dual imperative, emphasizing that removing barriers in recruitment and retention practices is essential not only for individual well-being, but for national labour force competitiveness. When employers rethink recruitment to focus on capability and fit rather than rigid checklists and traditional interview norms, they expand their access to an often overlooked pool of talented candidates.

The statistics remind us how far we have to go, but the emerging stories of success show a shift is under way.

People with disabilities and neurodivergent professionals are not just filling roles, they are contributing ideas, delivering results and sticking with their employers in ways that strengthen culture and performance. When businesses embrace a broader view of talent, they unlock potential that benefits workers, workplaces and the economy as a whole.

Tory McNally, CPHR, BSc., vice-president, professional services at TIPI Legacy HR+ (formerly Legacy Bowes), is a human resource consultant, strategic thinker and problem solver. She can be reached at tmcnally@tipipartners.com